Introduction to Systems Thinking
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The document introduces systems thinking through various examples and observations about the challenges faced in systems change, particularly in start-ups. It emphasizes the importance of understanding system environments and related variables to achieve enduring improvements. The text also highlights common misconceptions about cause and effect, suggesting that many apparent solutions can exacerbate existing issues.
Introduction to Systems Thinking
- 1. introduction to systems thinking anupam saraph http://anupam.saraph.in Dedicated to my teacher and mentor late Donella Meadows ll those systems practitioners striving to leave their systems better than they foun
- 2. 1. partner 2. thumb wrestle 3. keep score
- 3. how many survived? how many cycles? strategies for success
- 4. when the health of the system is less than desired, you have a problem
- 5. when there is a problem, you make decisions to reduce the gap
- 7. perspectives
- 8. half of all start-ups disappear in 5 years
- 9. less than a third of all start-ups survive their 15th year
- 11. there is a recession economic advisor
- 12. the problem is due to lack of advertising marketing
- 13. it’s due to lack of promotion and dealer support sales
- 14. due to inaccurate forecasting by the marketing and sales manufacturing
- 15. budget overruns due to high inventories finance
- 16. shortages due to supplier delays materials
- 22. do we look at the complete picture?
- 27. ceo, vp, gm, mgr, staff actors
- 28. why do the same problems recur over time?
- 29. systems
- 30. system environment defines: what is within, what is outside
- 31. system environment determines the scope you have to change the outcome
- 32. system environment determines the constraints you have to live by
- 33. system environment creates a shared understanding of the impact machine
- 34. system environment creates an alignment of team members
- 36. glue for parts
- 39. outcomes result from the whole
- 41. show emergence
- 43. the whole is a set of related variables
- 44. or a collection of feedbacks
- 45. or actors engaged in a relationship
- 47. buyer+seller
- 48. lender+borrower
- 50. change research
- 53. how much impact
- 56. ImpactSpace Impact SpeedFast Slow Persons System Enduring Leverage Make Fishing Viable Teach Fishing Give Fish Enduring Impact
- 58. systems draw attention to the very points at which an attempt to intervene will fail
- 59. the harder you push, the harder the system pushes back
- 60. behavior grows better before it grows worse
- 61. the easy way out usually leads back in
- 62. the cure can be worse than the disease
- 64. faster is many times slower
- 65. cause and effect are not closely related in time and space
- 66. many obvious solutions fail or actually worsen the situation
- 67. long term behavior is often different from short term behavior
- 68. small changes can produce big results
- 69. but the areas of highest leverage are often the least obvious
- 70. dividing the elephant in half does not produce two small elephants
- 71. there is no blame
- 73. god, grant me the serenity to accept the things I cannot change,courage to change the things I can,and wisdom to know the difference